No Coffee Machine in the Cloud- A Qualitative Study Exploring the Experiences of Swedish Leaders Practicing Digital Leadership

Abstract

Purpose: The study aims to explore Swedish leaders’ experiences of leading digitally within a multinational tech organisation, focusing on challenges, competencies, and the balancing of relational and task-related responsibilities. Additionally, it will examine how leaders strategically navigate the demands of digital leadership, available HR support, and how the balance between demands and support affects leaders’ well-being. Theory: The Job Demands-Resources (JD-R) model and Media Richness Theory (MRT) were used as a theoretical framework. The JD-R model provides a holistic perspective on how leaders’ experiences relate to job demands and available resources, while the MRT offers a more in-depth focus on how leaders interpret and engage with digital communication tools. Method: A qualitative research design was applied to investigate the study’s purpose and research questions. In total, 13 semi-structured interviews were conducted with 10 Swedish leaders and 3 HR professionals from a case company. Result: This study shows that digital leadership introduces new demands that challenge leaders, particularly in balancing task-oriented efficiency with relational responsibilities. While leaders have adapted through experience and strategies, relational aspects remain emotionally demanding and harder to replicate digitally. Existing HR support is often too general to meet these new competency demands. Thus, this study highlights the need for more targeted, context-driven support.